Handbook of Information Security Management
(Publisher: CRC Press LLC)
Author(s): Hal Tipton and Micki Krause, Consulting Editors
ISBN: 0849399475
Publication Date: 01/01/98

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## Section 10-2
Personnel Physical Access Control

## Chapter 10-2-1
Information Security and Personnel Practices

Edward H. Freeman

In the past few years, the corporate world’s image of the personnel function has undergone a significant change. An organization’s employees are now considered a corporate resource and asset, requiring constant care and management. Changing legal conditions affecting personnel practices have underscored the need for clearly defined and well-publicized policies on a variety of issues.

The corporation and the employee have specific legal and ethical responsibilities to each other, both during and after the period of employment. Hiring and termination criteria, trade secrets, and noncompetition clauses are all issues that can cause serious legal problems for a corporation and its employees.

This chapter addresses personnel issues as they relate to information systems security, particularly hiring and termination procedures. Methods to protect both the corporation and the employee from unnecessary legal problems are discussed, and problems regarding trade secrets and noncompetition clauses are reviewed.

THE PROFESSIONAL ENVIRONMENT

The information systems and information security professions are in a vibrant and exciting industry that has always operated under a unique set of conditions. The industry relies on the unquestioned need for absolute confidentiality, security, and personal ethics. An organization and its reputation can be destroyed if its information security procedures are perceived as being inadequate or unsatisfactory. Yet, misuse or outright theft of software and confidential information can be relatively easy to accomplish, is profitable, and is often difficult to detect. Innovations can be easily transferred when an employee leaves the corporation, and information systems personnel have always been particularly mobile, moving among competitors on a regular basis.

These factors are extremely important as they relate to the corporation and its personnel practices. A newly hired programmer or security analyst, whose ethical outlook is largely unknown to management, may quickly have access to extremely sensitive and confidential information and trade secrets. Unauthorized release of this information could destroy the corporation’s reputation or damage it financially. An employee who has just accepted a position with a major competitor may have access to trade secrets that are the foundation of the corporation’s success.

HIRING PRACTICES

Corporations must take special care during the interview to determine each candidate’s level of personal and professional integrity. The sensitive nature and value of the equipment and data that employees will be handling require an in-depth screening process. At a minimum, this should include a series of comprehensive interviews that emphasize integrity as well as technical qualifications. References from former employers should be examined and verified.

The best way to verify information from an employment application is to conduct a thorough reference check with former supervisors, co-workers, teachers, and friends listed by the applicant on the application. Former employers are usually in the best position to rate the applicant accurately, providing a candid assessment of strengths and weaknesses, personal ethics, and past earnings, among other information.

Many employers have become increasingly cautious about releasing information or making objective statements that rate former personnel. Such employees have successfully sued corporations and supervisors for making derogatory statements to prospective employers. Many employers will furnish written information only about the applicant’s dates of employment, positions held, and salaries earned, choosing to ignore more revealing questions. Often, an informal telephone check may reveal more information than would be obtained by a written request. If two large employers regularly hire each others’ employees, it would be worthwhile for their personnel managers to develop a confidential personal relationship.

Use of a reference authorization and hold-harmless agreement can help raise the comfort level of the former employer and get more complete information from a job applicant’s previous employer. In such an agreement, the applicant authorizes the disclosure of past employment information and releases both the prospective employer and the previous employer from all claims and liabilities arising from the release of such information. An employer who uses such an agreement should require every job applicant to sign one as a condition of applying for employment. A copy of the agreement is then included with the request for references sent to the previous employer.

When sending or responding to a reference request that includes a reference authorization waiver and hold-harmless agreement, it is important for employers to make sure that the form:

  • Is signed by the job applicant.
  • Releases the employer requesting the information as well as the previous employer from liability.
  • Clearly specifies the type of information that may be divulged.

A responding employer should exercise extreme caution before releasing any written information about a former employee, even if the former employee has signed a reference authorization waiver. Only information specifications permitted by the waiver should be released. If there is any ambiguity, the former employer should refuse to release the requested information. The former employer is safest if only the date of hire, job title, and date of termination are released.

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